10 Great Reasons For Performance Management (Annual Reviews)


Most employees loath them; many managers avoid them. High Performance Organizations have them, and they do what they’re designed to do—evaluate precisely the performance of each employee.

Feel like you don’t need them? Here are 10 great reasons that should change your mind.

  1. Aligning performance to goals and objectives

Most organization employees I meet with say they have no idea what the yearly top two or three goals are for their organization.  A great performance program sets these goals as their starting point. Ninety-nine percent of employees in this country want to do well at work, but we lack leaders who know how to align their desire to achieve to the organizational goals.

  1. Providing a basis for promotion/transfer/termination

Many organizations are not transparent concerning how to be promoted.  A performance review process more readily identifies those employees who deserve promotion and those who require lateral shift (transfer) or need to enter into a remedial program. This system also aids career planning.

  1. Enhancing employees’ effectiveness

Most people really do want to be better at their jobs! Helping employees to identify their strengths and weaknesses and informing them of the organization’s expectations concerning their performance helps them to better understand the role they play and increases work efficiency. Feedback reinforces good performance and discourages poor performance.

  1. Aiding in designing training and development programs

Instead of creating “programs of the month,” you can use performance review data to more accurately ascertain training needs and identify skills that need to be developed in order to tailor-make the most effective training and development programs.

  1. Building teams

Counseling employees corrects misconceptions, which might result in work alienation. Performance management also helps employees to internalize the norms and values of the organization. (I have met leaders who have not talked to their employees about their performance since 2012!)

  1. Removing discontent

Performance management puts all employees on the same measuring tape. Identifying and removing factors responsible for worker discontent motivates them to perform better at work. Performance management helps to create a positive and healthy work environment in the organization.

  1. Developing interpersonal relationships

Relations between superiors and subordinates can be improved through the realization that there exists a mutual dependence that leads to better performance and success. By facilitating employees to perform introspection, self-evaluation and goal setting, their behavior can be modified. Better interpersonal relationships lead to team building.

  1. Aiding wage administration

Performance management can help to develop fair and more equitable base lines for reward allocation, wage fixation, raises, incentives, etc.

  1. Exercising control

A performance review process provides a means to exercise control of projects focused on, and helps keep employees aligned to the agreed upon annual goals and objectives.

  1. Improving communication

Performance management serves as a mechanism for improved communication between superiors and subordinates.  Often times managers shy away from counseling employees.  When the right system is in place, especially is it is employee driven, it forces discussions on a regular basis.

In closing, my experiences lead me to support employee driven programs.  Programs that rely on managers and leaders have a higher propensity for failure.  Simple yet meaningful programs that include goals, objectives, behaviors, an employee development component and stretch assignments meet what most employees’ desire.

How important are employee performance reviews in your organization?  Leave your comments below! 

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In His Name HR helps organizations build high performance Human Resources programs. Visit them at In HIS Name HR or e-mail them here.

Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.

Now Recruiting Production Supervisor Lancaster PA

Now Recruiting: Production Supervisor, Lancaster PA


GreenWay Fence & Railing Supply LLC. is committed to understanding, meeting and exceeding their customer’s expectations. They provide customers with the highest quality maintenance free outdoor products and services available at a competitive price – on time with complete satisfaction in an honest and ethical manner.

Purpose of Position:  

Responsible to oversee and manage all aspects of the vinyl production/fab shop. This will start with communication with the sales team and upper management on orders coming in lead times etc. Excellent communication skills are a must. You are the link between our sales team and delivering outstanding results for our customers. You will also need to effectively manage 5-8 production employees under your oversight. This will include hearing their concerns and suggestions and mentoring them if needed but also showing them by example how to work efficiently and respect authority over this position.

It is expected that the incumbent is constantly working on improving production efficiencies and looking for innovative ways to produce leaner without compromising a quality product for our customer or a quality environment for our employees. Ability to direct personnel towards maximum performance will set you apart as a leader. Decision-making and problem-solving will take up a great part of your day.

Some Essential Duties

  • Liaise with other managers to understand specific job requirements and schedules
  • Organize workflow to meet specifications and deadlines
  • Ensure output meets quality standards
  • Work to properly report & resolve all quality control issues
  • Monitor production to resolve issues
  • Supervise and evaluate performance of production personnel
  • Ensure that periodical maintenance of machinery is performed
  • Work alongside employees as a working supervisor
  • Report to upper management
  • Performs other duties as assigned

Some Position Requirements 

  • Outstanding communication ability
  • Excellent organizational and leadership skills
  • Attention to detail
  • Strong decision-making skills and a results-driven approach
  • Willingness to do the work yourself if needed. The best leaders are willing to show by example.
  • Must have a valid driver’s license. Except for religious purposes.
  • Complete support of and willing adherence to Greenway’s Standard of Conduct, Incumbent must hold these standards as his/her own.

Some Required Personal Attributes

Just like all GreenWay employees, the conduct of this contract representative must be consistent with good character, must be an appropriate reflective of our company’s heritage.  Complete support of and willing adherence to GreenWay Fence & Railing Supply’s mission and vision. Applicant must hold these standards as his/her own.

All qualified individuals may submit a resume and letter of interest to:

Email HR Team

E.O.E. m/f/h/v

 

Top 4 reasons Talented People Quit Their Jobs

The Top 4 Reasons Talented People Quit Their Jobs, +1


Over my 20-plus-year career in human resources, I’ve noticed that while people will endure fewer amenities and less pay, there are four reasons skillful workers will leave for another job.

(1) No opportunity – When employees sense no potential for career progress, or leaders are unaware that advancement is important, employees look elsewhere for better options.

(2) Not knowing the dollar value of their benefits – Pay and benefits is a topic often avoided in many workplaces. Many organizations, however, offer competitive pay and often benefits that cost thousands of dollars, and employees haven’t a clue. (Think PTO, like legal holidays, sick days, and vacation days; life insurance, long-term disability (LTD), and short-term disability (STD) programs; health insurance, including vision and dental; and wellness programs.) The costs of all these programs add up. When organizations take the time to periodically make employees aware of the total cost of all the benefits at their disposal, employees gain a greater appreciation how much value they receive in their job.

(3) Feeling unappreciated – When employees receive little or no gratitude or acknowledgment for their contributions, it feels demoralizing — no wonder they seek more rewarding work elsewhere. The biggest surprise? Many times, during exit interviews, departing employees disclose that a simple, verbal “thank you” would have made all the difference. However, in many organizations, too often managers fail to do even that.

(4) Sheer Boredom – Without savvy leaders or a solid idea of the big picture, employees don’t see concrete, interesting ways to contribute, outside of the ordinary scope of their jobs. Things grow tedious and employees hunt for new challenges to make work feel more meaningful.

So, while you might think your employees only want higher pay and a corner office, or that the trend among employees is to feel “entitled,” the truth is that the best employees are satisfied with simpler, more basic and fundamental management approaches—and a better explanation of the benefits they currently have.

Be thoughtful — find out what motivates your employees! This simple investment will ensure improved worker retention, enhanced overall morale, and increased company loyalty. And isn’t that what you really want?

Action Steps
What can you do as an employer right now to keep your best employees? Consider asking them. That’s right. Simply spending time with employees in focus groups and roundtable discussions can help you to help them by making basic changes to ensure you keep your greatest asset happy and encouraged.

One more thing…What’s the Top Reason People Quit?

This 2017 Inc. magazine article reveals that the primary reason employees quit is:

People leave managers, not companies.

 Marcel Schwantes, while researching the topic of turnover, found that 50% of employees left their job “to get away from their manager to improve their overall life at some point in their career.”

Keep in mind that as a new generation of workers comes of age, the issue of turnover will continue to grow. Many employees now look at their lives differently than workers did 20 and 30 years ago. Most value relationships above all else, and when a manager starts stealing their joy, they won’t hesitate to look for work elsewhere.

The workplace ladder is simply not as important to young workers today as in prior generations. Many are talented and capable, but will invariably choose a desirable manager over monetary or organizational rewards.

If you are concerned about retaining talented employees while also saving time and money in hiring and training costs, remember these top 4 reasons and the new trend that makes talented people quit. It could make keeping the great people you need a lot easier than you thought.

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Mark Griffin is founder and Chief Consultant at In His Name HR LLC. He has over 20 years of HR experience. Follow Mark on FacebookTwitter and LinkedIn.

 

Making Your Performance Management System Work


Poor employee performance hurts an organization. Low productivity, incompetence, and unneeded expenses are the last thing organizations want at any time, particularly in today’s tough economy.

After decades of work in the field of business and human resources, I know that few things upgrade and energize an organization like a solid Performance Management System. A performance management system incorporates your organization’s Mission, Vision and Values as well as your annual goals and objectives to create the structure and accountability by which an employee can accomplish these goals and objectives and, more importantly, improve their lives. Only the highest-performing organizations make the performance review process a valued, appreciated, and eagerly anticipated system for the both organization and its employees.

Instead, what usually happens?

Sadly, many organizations do not systematically review or improve employee performance at all! This leads not only to unmet expectations from the management’s point of view, but also creates confusion and frustration for employees. The result is poor performance and money down the drain. Other times, organizations attempt to implement a yearly review but end up doing it backwards and it becomes counter-productive. This article will teach you how avoid this pitfall.

Have you ever weathered “The Dreaded Annual Review Meeting?”

Television and film have lampooned the phenomenon, highlighting the common foreboding employees feel and the waste of time such a meeting can be. How can you implement a Performance Review System that will consistently improve employee productivity and competency, save costs, and have eager employees lining up for it?

Start by avoiding these two biggest, most critical mistakes…

Mistake # 1 The leader fails to include input and participation of the employees at the beginning of the process.

The best performance programs are employee-driven. The leadership works in a “guide and support” role. This is a significant shift, but one that can make or break your organization. When the process of improvement and review is centered on and driven by the employees, it creates an emotionally potent sense of ownership and cooperation. Instead of being hounded and rebuked by a controlling boss, the employee is the source of increased performance through an active and vested role.

It behooves an employee to generate high performance and a good system will take this into account by providing employees the dignity of being responsible to see the improvement process through to the end. The performance program should encourage and reward employees who initiate performance conversations with management. A program executed well will encourage the employee to want to do better as he/she makes the efforts necessary to ensure it happens.

Mistake #2 Leaving out personal development.

Never forget the vital career development component. A simple career development piece can do wonders for employee morale and can be easily built right into your performance program. Employees naturally want to improve their lives and better their circumstances. A career development component helps employees know, envision, and subsequently achieve promotions, positions, and greater responsibility within your organization.

A career development focus gives the employee the opportunity to take ownership of their career destiny.

A good career development component helps the employees ascertain what they need to do to close the gaps in their experience and education in order to be promoted to other positions. Many great programs include education and seminars, but some cleverly include short-term assignments in other positions to gain vital hands-on experience.

Implementing a proper performance program may seem daunting, remember that employees are not just your greatest assets; they are the key to ensuring that you can thrive in challenging economic times.

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In His Name HR helps organizations build high performance Human Resources programs. Visit them at In HIS Name HR or e-mail them here.

Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.

Values Statements That Impact Your Workplace


The third ingredient of MVVs is values, specifically core values. A core value, from a human resources perspective, reflects the heart of an organization. It pumps the blood throughout; it makes an organization tick. It defines the organization and its culture and what it takes pride in doing. It is how vendors and customers view an organization’s behavior toward them. It is what employees tell their neighbors and friends when asked what it is like to work where they do.  It is why your students choose your college. It is the behaviors your staff and instructors exhibit as they

In the secular world an organization focused on quality might state its core value as: We do not compromise on quality. Quality is job one. An organization valuing individual responsibility would want to say: We believe in holding ourselves accountable. We deliver on our promises and we always endeavor to use good judgment. Efficiency, honesty, customer service, ownership—these and many more reflect the kinds of core values that high-performing organizations embody.

In order to enjoy growth and prosperity and achieve high performance, an organization must first look inward and thoughtfully address these three critical aspects of running an organization. Those that invest in a well-developed and bought-in mission, vision, and values will reap dividends far beyond those that do not.

As leaders at Christian colleges and Universities, we take a Biblical/Kingdom approach to our Mission, Vision and Values creation. Often times it is best to cite a bible verse to stir commitment and affirmation as to why the value is important.

In doing research we discovered Ozark Christian College’s Values Statement.  Enjoy reviewing and reflecting how your Values statement might be updated or recast to create excitement on your campus.

 

CORE VALUES

THE WORD OF CHRIST TAUGHT IN THE SPIRIT OF CHRIST (COLOSSIANS 1:28)​

We believe the Bible is the true and authoritative Word of God and our final rule of faith and practice. We want to teach God’s Word faithfully, in harmony with God’s Spirit.

NOT TO BE SERVED BUT TO SERVE (MARK 10:45)

We are a servant of the church, training vocational and volunteer servant leaders for the worldwide work of ministry. It is the commitment of teachers, staff and students that we will love and serve others.

SPEAKING THE TRUTH IN LOVE (EPHESIANS 4:15)

We want to honor God by fulfilling our personal responsibility to be honest and caring with one another.

TRUSTING IN THE POWER OF GOD AND SEEKING THE GLORY OF GOD (1 CORINTHIANS 4:20 & ISAIAH 42:8)

We are absolutely and utterly dependent upon God. The work is too great for human resources. We pursue excellence, knowing all glory is God’s and any accomplishment is of him.

ATMOSPHERE OF GRACE, TRUST AND FREEDOM (ROMANS 15:7 & 1 PETER 4:10)

We accept one another as imperfect people saved by the grace of God. Mutual trust, based on our commitment to the Lord, guides our relationships. We desire each person to have freedom to develop God-given gifts.

RESTORING BIBLICAL CHRISTIANITY (JOHN 17:21)

We are committed to teaching and practicing biblical Christianity, believing it is central to unity among believers and evangelization of the world.

WORSHIP IN SPIRIT AND TRUTH (JOHN 4:23-24)

We foster spiritual health through genuine worship, both personal and public. Worship is for the glory of God, exhortation from his Word, and edification of the community of faith.

 

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In His Name HR helps organizations build high performance Human Resources programs. Visit them at In HIS Name HR or e-mail them here.

Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.

 

Vision Statements That Move Organizations Towards Excellence


Vision statements should consider how the market and your customer base may change within the next three, five, or seven years, how such changes can create opportunities for your organization, how to bridge the distance between how things are today and where you envision you want to be within your established timeframe, how you will surpass your competitors in order to gain greater market share, and also what you are doing collectively to capitalize on the changes in business conditions and your business’s needs.

Like a mission, an organization’s vision has ideally been created/ contributed to by all employees. The more buy-in an organization has among its employees, the greater the effectiveness of the vision. The vision should inspire—it demonstrates where the organization as a whole wants to be, and what will occur as it delivers on its mission. It is where an organization envisions itself in those three, five, or seven years. (We prefer five years, because that is a reasonable amount of time for most organizations to get to the next step.)

So, whereas the mission is what an organization does best every day, its vision is what the future looks like when it fulfills its mission exceedingly well. Some effective vision statements include Nike: To be the number one athletic company in the world, and Amazon: Our vision is to be earth’s most customer-centric company; to build a place where people can come to find and discover anything they might want to buy online.

When I worked for Gatorade, we developed an incredible advantage over the competition because we took the time to establish its vision, where they were going and when they wanted to get there, and ensured that every employee shared this vision. Gatorade’s competitors at the time, Powerade and All Sport, faded away as a result, because they lacked a commonly shared vision, they lacked direction—they lacked a road map.

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In His Name HR helps organizations build high performance Human Resources programs. Visit them at In HIS Name HR or e-mail them here.

Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.

$305,000 in Employer Fines Upheld for I-9 Violations In HIS Name HR

$305,000 in Employer Fines Upheld for I-9 Violations


$305,000 in Employer Fines Upheld for I-9 Violations

Human resources can be complicated these days. Few would argue with that. But sometimes it’s the most basic human resources processes that can cause the greatest damage to any organization when not done right. And that disaster can be compounded if you lack a skilled professional to provide oversight.

When I say any organization, that includes any college, university, church, ministry, hospital, nonprofit or for-profit company, and even youth camps. Small organizations are not immune. No matter what size or kind of organization you are, if you employ staff, you must be diligent in following state and federal employment laws.

Recently, DLS Precision Fab, an LLC in Phoenix, Arizona, assumed they had made the right decision in hiring what appeared to be a seasoned HR professional. Much to their chagrin, despite his credentials, the human resources professional they hired proved inept and derelict in his duties when it came to maintaining the administration of the firm’s I-9s.

What is an I-9, you ask? Well, if you employ people and don’t know what an I-9 is, that’s a huge red flag, right there! Here is the definition as provided by ICE, the U.S. Immigration and Customs Enforcement:

Form I-9 is used for verifying the identity and employment authorization of individuals hired for employment in the United States. All U.S. employers must ensure proper completion of Form I-9 for each individual they hire for employment in the United States. This includes citizens and noncitizens. Both employees and employers (or authorized representatives of the employer) must complete the form. (Source)

We, as an established HR firm, are continually astonished that organizations think that because they are a school, church, camp, or nonprofit, the I-9 is not a requirement. The law clearly states: “All employers must complete and retain Form I-9, Employment Eligibility Verification, for every person they hire for employment on or after Nov. 6, 1986, in the U.S., as long as the person works for pay or other type of payment.”

All employers must have I-9s for every employee, regardless of the employer type or size!

Back to the case concerning DLS in Arizona, they were in a growth mode and had conscientiously made an effort to comply with state and federal employment laws by hiring an HR professional to handle compliance. Unfortunately, as the appeal by DLS states, the HR professional failed in his duties:

DLS is a company located in Phoenix, Arizona, providing custom sheet metal fabrication in a variety of industries. In the late 2000s, DLS grew to about 200 employees because of the expansion of a Department of Defense program. To deal with the sudden growth of its workforce and ensure its compliance with applicable state and federal employment laws, DLS hired a well-credentialed human resources director (the “HR director”). Unbeknownst to the company, however, this individual shirked his responsibility to ensure the company’s compliance with the INA to the point, as later described by DLS, “of literally stuffing the government’s correspondence in a drawer and never responding.”

Their legal problems started in 2009, when ICE served DLS with a notice of inspection and an administrative subpoena. After the onsite visit and a thorough review of their I-9 forms, DLS was served a notice of suspect documents. In October 2012, ICE served a notice of intent to fine.

DLS quickly responded by requesting a hearing before an administrative law judge, and ICE countered by filing a six-count complaint alleging that the employer failed to comply with employment verification requirements and continued to employ 15 individuals despite knowing they were ineligible for employment, all in violation of the Immigration Nationality Act.

Now, in 2017, in an attempt to reverse the violations, DLS Precision Fab appealed—and promptly lost. Richard Clifton, assigned to the case through the Ninth Circuit Court of Appeals found DLS Precision Fab liable for 504 of the 508 alleged violations, 489 of which were I-9 paperwork violations and 15 of which involved DLS Precision Fab’s ongoing employment of ineligible aliens. As a result of the actions of the so-called HR professional, DLS Precision Fab was ordered to pay civil money penalties totaling more than $305,000.

Understandably, this has landed the company in dire straights, and it is now is in the midst of Chapter 11 bankruptcy proceedings. While we can’t be sure that these violations are solely responsible for the bankruptcy filing, it certainly hasn’t helped, adding to their already stressed organizational longevity.

Perhaps, like DLS, you assume your HR staff are competent and on top of complying with all your legal requirements. But are you sure?

The first thing you should you do is have all of your HR processes independently audited by a human resources processional, one with the right experience. We can help. Our HR Assessment, conducted by our skilled team of HR professionals will determine whether you’re protected or at great risk. We help clients across the country. Don’t hesitate—it could be costly.

Contact us today to find out more, and learn about our HR Assessment here.

 

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In His Name HR helps organizations build high performance Human Resources programs. Visit them at In HIS Name HR or e-mail them here.

Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.

Now Recruiting ~ Practice Manager Wormleysburg, PA


We are excited to be retained by this wonderful organization, Stonebridge Financial Group to assist in recruiting a Practice Manager for their Wormleysburg, Pennsylvania (Harrisburg, West Shore) corporate office.

Stonebridge Financial Group is a growing financial advisory practice.  They currently are seeking a  Practice Manager capable of assisting the management team with operational efficiencies to take advantage of industry trends and changes providing opportunities for exceptional growth.  The Stonebridge Financial Group Team needs assistance taking advantage of unprecedented demographics trends in advisory industry and the clients they serve.

Purpose Of The Position:

The Practice Manager plays a critical role in the front and back-office functioning of the firm. With overall responsibility for day-to-day operations, the Practice Manager must be able to work effectively with other staff members, clients, vendors and advisors. The Practice Manager helps the office run smoothly and helps ensure that all client services are handled in a timely, accurate, and professional manner either directly or through delegation to and monitoring of other team members.

Responsibilities:

Responsibilities are diverse, but compliance and supervision of the team’s advisors and adherence to regulatory requirements is the central role of this position.  Furthermore, incumbents shall be familiar with traditional human resources and financial roles including:

1) Payroll and benefits
2) Financial Bookkeeping
3) Vendor Relationships
4) Hiring and personnel management
5) Integration of new financial advisors or practices

Additionally, the incumbent is responsible for developing operational efficiencies through the creation of policies and procedures designed to:

1) Train new employees
2) Integrate new practices when acquisitions occur
3) Expand the practice regionally by opening up multiple offices

Some Requirements Include:

  • Series 7 and 65 licenses is required.
  • Incumbents must have series 10 and/or 24 license, if the employee does not have the series 10
    and/or 24 license, they must obtain it within 6 months of employment.
  • A Bachelor’s degree with at least 5 years related experience in a financial services environment.
  • Proven leadership skills to effectively direct employees while in a professional environment, ability to properly evaluate comprehension, and application of subject material.
  • Position requires to be at the office daily.
  • Must have a valid driver’s license.
  • Will be required to travel between any future regional offices located in South Central PA.
  • Knowledge of Windows, Power Point, Word, Excel, QuickBooks, and Outlook, or similar programs required.
  • Complete support of and willing to adherence to Stonebridge Financial Group’s Standard of Conduct. Applicant must hold these standards as his/her own.

Required Personal Attributes:

Conscientiousness

  • Takes ownership for resolving problems rather than allowing them to persist or simply pointing them out to others.
  • Displays positive “Can Do” attitude.

Flexibility

  • Is receptive to new information, ideas, or strategies to achieve organization’s goals.
    Stonebridge Financial Group is an organization that experiences constant change.
  • This position must be able to react positively to these developments and help lead the way forward to include new developments in practice management targeted to both internal and external stakeholders.

Integrity/Honesty

  • Avoids any action, or situation that would give the appearance of unethical, or inappropriate behavior.
  • Demonstrates the courage to do the right thing in difficult situations.
  • Holds self and others accountable for meeting high standards of the organization’s
    integrity.

Stonebridge Financial Group employees always go the extra mile to serve their client’s financial needs. Want to join a winning team? Join the Stonebridge Financial Group today.

Location Will Be:

Stonebridge Financial Group
602 N Front Street
Wormleysburg, PA 17043

Click For Map

Due to the overwhelming response we anticipate we ask that you are patient during the selection and interview process. All qualified applicants will be notified.

All qualified individuals may submit a resume and cover letter which includes why you should be considered for the position and what would make you the best candidate to:

Email HR@InHISNameHR.com

Stonebridge Financial Group is an Equal Opportunity Employer.

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Creating Impactful Mission Statements


Successful organizations begin by establishing their mission, which is the core reason for their existence—the product or service they provide, who they provide it to, and the benefits of that product or service. A lack of an established mission means that not only are staff and management unsure of their purpose, but customers and vendors are also left in the dark, uncertain of what to expect.

An organization’s mission ideally defines what it does best every day and why, and reflects the customer’s needs as well. Having a mission is the foundation upon which a high-performing organization’s dreams and potential become reality. Essentially, it affirms the reason(s) why an organization exists.

Under the guidance of a project facilitator, a team of senior management begins by developing a framework of what they believe the mission should be. The facilitator shares and explains this mission framework to each supervisory layer, soliciting input on each occasion, and ultimately shares it with the employees who then sit down with a good human resources representative in a roundtable session to discuss it and generate further input. The facilitator may need to go back and forth a few times before a final product is derived. Once the majority of employees and management agree to the refined mission, all employees need to agree to respect and support it.

A primary benefit to creating or revisiting a mission is that it opens up communication within and throughout an organization. Every successful organization has a clearly established mission, one that has been developed with input from all employees collectively, not simply flowing down from the top. By engaging employees in establishing their organization’s mission, they become fully invested in it. The mission must be ingrained within the organization’s culture. Not only are employees and customers made familiar with the organization’s mission; candidates are also exposed to the mission of high-performing organizations during the interview process, before they’re offered a position.

Some tips to remember when writing a mission statement: 1) keep it short and easy to remember; 2) specify who your target customer is and describe the advantages you offer; and 3) define your product clearly and how it differs from the competition.

You may be wondering how you can say all that and still keep your mission statement short and memorable. Here are two strong examples from high-performing organizations with effective mission statements.

Google: We organize the world‘s information and make it universally accessible and useful. Their marketplace? The world. Their product and its advantages? Organizing the world’s information to make it easily accessible and useful. They do this and they do it exceedingly well.

Starbucks: We inspire and nurture the human spirit — one person, one cup, and one neighborhood at a time. Their marketplace? Also, essentially the world, yet they stress the individual: one person, one neighborhood at a time to maintain a personal feel. We are already very familiar with their product and social coffeehouse environment, aren’t we?

Let’s look at a Bible College and Seminary Mission.

Lancaster Bible College|Capital Seminary & Graduate School:  Our focus is on your journey to fulfill God’s purpose for your life. Our mission has remained constant since 1933: To educate Christian students to think and live a biblical worldview and to proclaim Christ by serving Him in the Church and society.

And finally a Private Christian College.

Messiah College: Our mission is to educate men and women toward maturity of intellect, character and Christian faith in preparation for lives of service, leadership and reconciliation in church and society.

In addition to a mission statement, all high-performing organizations possess a clearly defined vision. Organizations with an established vision have a workplace of direction, purpose, and achievement. These organizations envision where they want to be and do the appropriate things to get there. Every employee is given a copy of this road map.

 

In His Name HR helps organizations build high performance Human Resources programs. Visit them at In HIS Name HR or e-mail them here.

Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.

Sales Representative ~ Camp Hill, PA

Sales Representative ~ Camp Hill, PA


Join an organization that is growing! Lesher, in business for over 66 years, is now expanding into the Harrisburg West Shore area to better serve its clients as it grows. Lesher is both a full-service Mack and Hino dealer and a full-service truck leasing company.

Lesher management, sales staff, parts and service personnel always go the extra mile to serve their client’s transportation needs. Want to join a winning team? Join Lesher today.

Purpose of Position:  

The Medium Duty Sales Representative position generates truck sales by effectively presenting the dealership and the various dealership services in a professional manner to all potential customers within an assigned territory and/or assigned accounts. Fully develop the assigned territory and/or accounts to maximize sales opportunities for the dealership plus Lesher Leasing.

Essential Responsibilities:

  • Contact and compile prospective customers and assigned accounts within your assigned territory. Maintain file and regularly update key customers information. Provide weekly contact reports to management, including updates and changes in key personnel of existing customer.
  • Make daily customer and prospect calls. Call frequency should depend on, but not be limited to, potential of the account and the status of any pending business.
  • Acquire and utilize effective customer relations and sales principles that ensure total customer satisfaction with the products and services of Lesher. Promote business opportunities in all areas: new trucks, used trucks, leasing, rentals, service, and parts sales.
  • Develop and maintain competent product knowledge.
  • Complete and submit to management for approval all sales quotation proposals, etc. that fall outside normal limits, prior to submission to customer.
  • Address customers service issues in the field by managing customer expectations, and coordination with the parts, service, and leasing managers.
  • Meet or exceed objectives for new/used-truck, and lease deliveries established by the dealership.
  • Perform various business duties assigned by management.
  • Adhere to all the established policies and procedures in effect at the distributorship.
  • Use all reasonable methods of prospecting for new-and used-truck customers on a daily basis, either by telephone, email, or internet.
  • Follow up with and provide ongoing service to existing customers.
  • Demonstrate new and used trucks to customers.
  • Write complete sales orders, secure deposits and process paperwork in accordance with established dealership policies.
  • Deliver new trucks, explaining new-truck warranty, and service policies.
  • Attend sales and training meetings which may require overnight travel.
  • Prepare and turn into the General Manager outside sales call reports weekly. Add information to CRM pertaining to sales calls, what units were quoted, and units available for sale, if applicable.
  • Communicate to customers that leasing is available if needed.

Required Personal Attributes:

  • Alignment with Lesher Mission, Vision and Values
  • Strong Interpersonal Skills – Demonstrated ability to work well, and communicate well, with others
  • Goal-oriented and results-driven
  • Dealing with Ambiguity – Ability to make decisions without a lot of direction
  • Candidate should be team oriented, have a positive attitude, and be self-motivated
  • Professional personal appearance

Some Position Requirements: 

  • HS Diploma or GED
  • 5 Years of successful sales / leasing experience, preferably in medium-duty or heavy-duty truck sales.
  • Must have mechanical aptitude.
  • Valid Drivers License; but must be willing to obtain Class B driver’s license.
  • Excellent written and verbal communication skills.
  • Proficient with Internet and Microsoft Office products (Word, Excel, Outlook)
  • Ability to read, comprehend instructions and information
  • Working knowledge of the major components of “all makes” for Class 4-8 trucks.

Start building your brighter tomorrow today.

Location Will Be:

Lesher Hino
415 Railroad Ave
Camp Hill, PA  17011

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Learn Why Customers Choose Lesher 

Due to the overwhelming response we anticipate we ask that you are patient during the selection and interview process. All qualified applicants will be notified.

Cover letter should include why you should be considered for the position and what would make you the best candidate.

Click to Email: Email HR Team

Lesher is an Equal Opportunity Employer.

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